Leadership

Leadership

• Process by which an individual influences a group of individuals to achieve a common goal

• Leadership is not a moral concept• Good leaders understand their strengths &

weaknesses• Traits, behaviors, contingency,

transformational

Leadership• Complex– Every time a manager and an employee interact there

are many variables at play• Examples:

– Manager’s objective & employee’s objective– Manager’s attitude about the employee & the employee’s attitude

about the manager– Manager’s ability to communicate & employee’s ability to

communicate– Manager’s moods/emotions & employee’s moods/emotions– People perceive things differently

– The more of these variables that you are able to take into consideration, the more likely you are to make a good decision

Leadership

• Individualistic– Not all great leaders are the same– Not about trying to be like someone else– Increased self awareness– Ability to learn from constructive feedback

Vision

Values Consistent W/

Vision

Personally Adopt Values

Followers Adopt Values

Followers Behave

Consistent W/ Values

Achieve Vision

Trait Theory

• Some people have an innate ability to lead others

• Stodgill & Mann– Intelligence, dominance, self-confidence, energy,

task-relevant knowledge• Implicit Leadership Theory– People have leadership prototypes• Intelligence, masculinity, dominance

Trait Theory, continued

• Kouzes & Posner– “What values do you look for and admire in your superiors?”– Honesty, forward-looking, inspiring, & competent– Credibility

• Daniel Goleman– Emotional Intelligence

• Tim Judge– Extraversion, conscientiousness, & openness to experience

were related to leadership effectiveness– Intelligence was modestly related

Traits of Bad Leaders

• Barbara Kellerman– Incompetent– Rigid– Intemperate– Callous– Corrupt– Insular– Evil

Gender & Leadership

• Men – task; women – social• Men – autocratic; women – democratic• Equally assertive• Women are often rated higher than men by

subordinates & peers

Behavioral Styles

Seeks input from others before taking

action; gets consensus

High

High

Low

Low

Sh

owin

g C

onsi

der

atio

n

Initiating Structure

Passive, noncommittal, low impact on followers

Takes charge, structures employees

tasks

Emphasizes reaching the goal while welcoming

suggestions and encouraging consensus

Figure 16-1

16-10

Contingency Models of Leadership• No traits or behaviors will ensure effective

leadership in all situations• A behavior effective in one situation may be

ineffective in another• Appropriate leadership behavior is contingent

on the situation

Fiedler’s Contingency Model

• Leader style - approach to leadership that a manager uses and does not readily change.– Relationship-oriented : concerned with developing

good relations with subordinates and being liked– Task-oriented : ensure that subordinates perform

at a high level so the job gets done.

Fiedler’s Situation Characteristics• How favorable a situation is for leading to

occur.• Leader-member relations—how much workers

like and trust their leader.• Task structure—the extent to which workers

tasks are clear-cut• Position Power—the amount of legitimate,

reward, and coercive power leaders have

Fielder’s Contingency Model

Full-Range Model of Leadership

• Laissez-faire leadership – hands-off approach• Transactional Leadership– Set goals / clarify expectations– Reward/punish (extrinsic motivation)

• Transformational Leadership– Change employee’s minds– Influence values, attitudes, personal goals, etc.

Inspirational Motivation

• Establish an attractive vision– Gap between current & ideal state

• Appeal to employee’s emotions• Show optimism & enthusiasm

Idealized Influence

• Respect/admiration for the leader• Sacrificing for the good of the group• Behave ethically/role model

Individualized Consideration

• Support, encourage, coach employees• Help employee to develop skills & career• Value ambition

Intellectual Stimulation

• Encourage descending opinions• Encourage employees to question the status

quo• Encourage employees to think creatively and

independently

Leader-Member Exchange (LMX)

• Quality of the relationship between boss and employee

• Leaders don’t treat every subordinate the same way

• In-group/out-group• Influenced by personality and demographic

similarity

Shared Leadership

• Horizontal (peer) influence• Popular in team settings• More people are likely to possess the

necessary skills to lead

Servant Leadership

• Great leaders act as servants – putting the needs of others first

Followership

• Followers differ in terms of how they commit, comply, or resist leadership influence

• Helpers – show deference and comply• Independents – create distance; less likely to

comply• Rebels – show divergence; least compliant